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Copyright 2006 John Wiley & Sons, Inc.Copyright 2006 John Wiley & Sons, Inc.Beni AsllaniBeni Asllani
University of Tennessee at ChattanoogaUniversity of Tennessee at Chattanooga
Supply Chain ManagementSupply Chain Management
Operations Management - 5th EditionOperations Management - 5th Edition
Chapter 10Chapter 10
Roberta Russell & Bernard W. Taylor, IIIRoberta Russell & Bernard W. Taylor, III
Copyright 2006 John Wiley & Sons, Inc.Copyright 2006 John Wiley & Sons, Inc. 10-10-22
Lecture OutlineLecture Outline
Supply Chain Management Information Technology: A Supply Chain
Enabler Supply Chain Integration Suppliers
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Lecture Outline (cont.)Lecture Outline (cont.)
E-Procurement Distribution Supply Chain Management Software Measuring Supply Chain Performance Global Supply Chain
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Supply ChainSupply Chain
All facilities, functions, activities, All facilities, functions, activities, associated with flow and transformation associated with flow and transformation of goods and services from raw materials of goods and services from raw materials to customer, as well as the associated to customer, as well as the associated information flowsinformation flows
An integrated group of processes to An integrated group of processes to “source,” “make,” and “deliver” products“source,” “make,” and “deliver” products
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Supply Chain IllustrationSupply Chain Illustration
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Supply Supply Chain Chain
for for Denim Denim
JeansJeans
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Supply Supply Chain Chain for for Denim Denim Jeans Jeans (cont.)(cont.)
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Supply Chain ProcessesSupply Chain Processes
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Supply Chain for Service Supply Chain for Service ProvidersProviders
More difficult than manufacturingMore difficult than manufacturing Does not focus on the flow of physical goodsDoes not focus on the flow of physical goods Focuses on human resources and support Focuses on human resources and support
servicesservices More compact and less extendedMore compact and less extended
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Value vs. Supply ChainValue vs. Supply Chain
Value chain every step from raw materials to the eventual end
user ultimate goal is delivery of maximum value to the
end user Supply chain
activities that get raw materials and subassemblies into manufacturing operation
Terms are used interchangeably
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Supply Chain Management (SCM)
Managing flow of information through supply chain in order to attain the level of synchronization that will make it more responsive to customer needs while lowering costs
Keys to effective SCM information communication cooperation trust
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Supply Chain UncertaintySupply Chain Uncertainty
One goal in SCM: respond to uncertainty in
customer demand without creating costly excess inventory
Negative effects of uncertainty
lateness incomplete orders
Inventory insurance against supply
chain uncertainty
Factors that contribute to uncertainty
inaccurate demand forecasting
long variable lead times late deliveries incomplete shipments product changes batch
ordering price fluctuations and
discounts inflated orders
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Bullwhip EffectBullwhip Effect
Occurs when slight demand variability is magnified as information moves back upstream
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Information Technology: A Supply Chain Enabler
Information links all aspects of supply chain
E-business replacement of physical
business processes with electronic ones
Electronic data interchange (EDI)
a computer-to-computer exchange of business documents
Bar code and point-of-sale data creates an
instantaneous computer record of a sale
Radio frequency identification (RFID)
technology can send product data from an item to a reader via radio waves
Internet allows companies to
communicate with suppliers, customers, shippers and other businesses around the world, instantaneously
Copyright 2006 John Wiley & Sons, Inc.Copyright 2006 John Wiley & Sons, Inc. 10-10-1515
E-business and Supply Chain
Cost savings and price reductions Reduction or elimination of the role of
intermediaries Shortening supply chain response and
transaction times Gaining a wider presence and increased
visibility for companies Greater choices and more information for
customers
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E-business and Supply Chain (cont.)
Improved service as a result of instant accessibility to services
Collection and analysis of voluminous amounts of customer data and preferences
Creation of virtual companies Leveling playing field for small companies Gaining global access to markets, suppliers,
and distribution channels
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Supply Chain Evolution at Supply Chain Evolution at NabiscoNabisco
Source: F. Keenan, “Logistics Gets a Little Respect,” Business Week (November 20, 2000), pp. 112–115.
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Supply Chain Evolution at Supply Chain Evolution at Nabisco (cont.)Nabisco (cont.)
Source: F. Keenan, “Logistics Gets a Little Respect,” Business Week (November 20, 2000), pp. 112–115.
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Supply Chain Evolution at Supply Chain Evolution at Nabisco (cont.)Nabisco (cont.)
Source: F. Keenan, “Logistics Gets a Little Respect,” Business Week (November 20, 2000), pp. 112–115.
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RFID CapabilitiesRFID Capabilities
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RFID Capabilities (cont.)RFID Capabilities (cont.)
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Build-to-order cars over Build-to-order cars over the Internetthe Internet
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Customer sales
Production
Distribution
Customer relationship
Customer sales
Production
Distribution
Customer relationship
Push—sell from inventory stock
Goal of even and stable production
Mass approach
Dealer-owned
E-Automotive
E-automotive Supply ChainE-automotive Supply Chain
Pull—build-to-order
Focus on customer demand, respond with supply chain flexibility
Fast, reliable, and customized to get cars to specific customer location
Shared by dealers and manufacturers
AutomotivePast
Supply ChainProcesses
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Managing uncertainty
Procurement
Product design
Managing uncertainty
Procurement
Product design
Large car inventory at dealers
Batch-oriented; dealers order based on allocations
Complex products don’t match customer needs
E-Automotive
E-automotive Supply Chain (cont.)E-automotive Supply Chain (cont.)
Small inventories with shared information and strategically placed parts inventories
Orders made in real time based on available-to-promise information
Simplified products based on better information about what customers want
AutomotivePast
Supply Chain
Processes
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Supply Chain IntegrationSupply Chain Integration
Information sharing among supply chain members
Reduced bullwhip effect Early problem detection Faster response Builds trust and confidence
Collaborative planning, forecasting, replenishment, and design
Reduced bullwhip effect Lower Costs (material, logistics, operating, etc.) Higher capacity utilization Improved customer service levels
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Coordinated workflow, production and operations, procurement
Production efficiencies Fast response Improved service Quicker to market
Adopt new business models and technologies
Penetration of new markets Creation of new products Improved efficiency Mass customization
Supply Chain Integration (cont.)Supply Chain Integration (cont.)
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Collaborative Planning, Collaborative Planning, Forecasting, and ReplenishmentForecasting, and Replenishment
Process for two or more companies in a supply chain to synchronize their demand forecasts into a single plan to meet customer demand
Parties electronically exchange past sales trends point-of-sale data on-hand inventory scheduled promotions forecasts
Copyright 2006 John Wiley & Sons, Inc.Copyright 2006 John Wiley & Sons, Inc. 10-10-2828
SuppliersSuppliers
Procurement purchase of goods and services from suppliers
On-demand (direct response) delivery requires supplier to deliver goods when
demanded by customer Continuous replenishment
supplying orders in a short period of time according to a predetermined schedule
Cross-enterprise teams coordinate processes between company and supplier
Copyright 2006 John Wiley & Sons, Inc.Copyright 2006 John Wiley & Sons, Inc. 10-10-2929
OutsourcingOutsourcing
Sourcing selection of suppliers
Outsourcing purchase of goods and services from an
outside supplier Core competencies
what a company does best Single sourcing
a company purchases goods and services from only a few (or one) suppliers
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Original Equipment
Manufacturer
(OEM)
Maintenance
Repair and
Operation (MPO)
Corporate
Services
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E-ProcurementE-Procurement
Direct purchase from suppliers over the Internet
Direct products go directly into production process a product, indirect products not
E-marketplaces web sites where companies and suppliers conduct
business-to-business activities Reverse auction
a company posts orders on the Internet for suppliers to bid on
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Online Sourcing/ Procurement Process
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Online Sourcing/ Procurement Process (cont.)
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Online Sourcing/ Procurement Process (cont.)
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Source: Adapted from Garrison Wieland for “Wal-Mart’s Supply Chain,” Harvard Business Review 70(2; March–April
1992), pp. 60–71.
Relationship between Facilities and Functions along the Wal-Mart Supply Chain
Copyright 2006 John Wiley & Sons, Inc.Copyright 2006 John Wiley & Sons, Inc. 10-10-3636
DistributionDistribution
Encompasses all channels, processes, and Encompasses all channels, processes, and functions, including warehousing and functions, including warehousing and transportation, that a product passes on its transportation, that a product passes on its way to final customerway to final customer
Often called logisticsOften called logistics LogisticsLogistics
transportation and distribution of goods transportation and distribution of goods and servicesand services
Driving force today is speedDriving force today is speed Particularly important for Internet dot-comsParticularly important for Internet dot-coms
Copyright 2006 John Wiley & Sons, Inc.Copyright 2006 John Wiley & Sons, Inc. 10-10-3838
Distribution Centers (DC)Distribution Centers (DC)and Warehousingand Warehousing
DCs are some of the largest business DCs are some of the largest business facilities in the United Statesfacilities in the United States
Trend is for more frequent orders in Trend is for more frequent orders in smaller quantitiessmaller quantities
Flow-through facilities and automated Flow-through facilities and automated material handlingmaterial handling
PostponementPostponement final assembly and product configuration final assembly and product configuration
may be done at the DCmay be done at the DC
Copyright 2006 John Wiley & Sons, Inc.Copyright 2006 John Wiley & Sons, Inc. 10-10-3939
Warehouse Management Warehouse Management SystemsSystems
Highly automated system that runs day-to-day Highly automated system that runs day-to-day operations of a DCoperations of a DC
Controls item putaway, picking, packing, and Controls item putaway, picking, packing, and shippingshipping
FeaturesFeatures transportation managementtransportation management order managementorder management yard managementyard management labor managementlabor management warehouse optimizationwarehouse optimization
Copyright 2006 John Wiley & Sons, Inc.Copyright 2006 John Wiley & Sons, Inc. 10-10-4141
Vendor-Managed InventoryVendor-Managed Inventory
Manufacturers generate orders, not distributors or Manufacturers generate orders, not distributors or retailersretailers
Stocking information is accessed using EDIStocking information is accessed using EDI A first step towards supply chain collaborationA first step towards supply chain collaboration Increased speed, reduced errors, and improved Increased speed, reduced errors, and improved
serviceservice
Copyright 2006 John Wiley & Sons, Inc.Copyright 2006 John Wiley & Sons, Inc. 10-10-4242
Collaborative Logistics and Collaborative Logistics and Distribution OutsourcingDistribution Outsourcing
Collaborative planning, forecasting, and Collaborative planning, forecasting, and replenishment create greater economies of replenishment create greater economies of scalescale
Internet-based exchange of data and Internet-based exchange of data and informationinformation
Significant decrease in inventory levels and Significant decrease in inventory levels and more efficient logisticsmore efficient logistics
Companies focus on core competenciesCompanies focus on core competencies
Copyright 2006 John Wiley & Sons, Inc.Copyright 2006 John Wiley & Sons, Inc. 10-10-4343
TransportationTransportation
Rail low-value, high-density, bulk
products, raw materials, intermodal containers
not as economical for small loads, slower, less flexible than trucking
Trucking main mode of freight
transport in U.S. small loads, point-to-point
service, flexible More reliable, less damage
than rails; more expensive than rails for long distance
Copyright 2006 John Wiley & Sons, Inc.Copyright 2006 John Wiley & Sons, Inc. 10-10-4444
Transportation (cont.)Transportation (cont.)
Air most expensive and fastest, mode of
freight transport lightweight, small packages <500 lbs high-value, perishable and critical
goods less theft
Package Delivery small packages fast and reliable increased with e-Business primary shipping mode for Internet
companies
Copyright 2006 John Wiley & Sons, Inc.Copyright 2006 John Wiley & Sons, Inc. 10-10-4545
Transportation (cont.)Transportation (cont.)
Water low-cost shipping mode primary means of international shipping U.S. waterways slowest shipping mode
Intermodal combines several modes of shipping-
truck, water and rail key component is containers
Pipeline transport oil and products in liquid form high capital cost, economical use long life and low operating cost
Copyright 2006 John Wiley & Sons, Inc.Copyright 2006 John Wiley & Sons, Inc. 10-10-4646
Internet Transportation Internet Transportation ExchangesExchanges
Bring together shippers and Bring together shippers and carrierscarriers
Initial contact, negotiations, Initial contact, negotiations, auctionsauctions
ExamplesExampleswww.nte.comwww.freightquote.com
Copyright 2006 John Wiley & Sons, Inc.Copyright 2006 John Wiley & Sons, Inc. 10-10-4747
SCM SoftwareSCM Software
Enterprise Resource Planning (ERP) software that integrates components of a
company by sharing and organizing information and data
SAP was first ERP software mySAP.com
web enabled modules that allow collaboration between companies along the supply chain
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Linking Supply Chain with SAP
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Measuring Supply Chain Performance
Key performance indicators inventory turnover
cost of annual sales per inventory unit inventory days of supply
total value of all items being held in inventory fill rate
fraction of orders filled by a distribution center within a specific time period
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Inventory turns =Inventory turns =Average aggregate value of inventoryAverage aggregate value of inventory
Cost of goods soldCost of goods sold
Average aggregate value of inventory =Average aggregate value of inventory =
==(average inventory for item (average inventory for item ii)) X (unit value item X (unit value item ii))
Days of supply =Days of supply =(Costs of goods sold)/(365 days)(Costs of goods sold)/(365 days)
Average aggregate value of inventoryAverage aggregate value of inventory
Key Performance Indicators
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Key Performance Indicators: Example
Inventory turns =Inventory turns =$34,416,000$34,416,000
$425, 000, 000$425, 000, 000
Days of supply =Days of supply =($425,000,000)/(365)($425,000,000)/(365)
$34,416,000$34,416,000
= 12.3= 12.3
= 29.6= 29.6
1. Cost of goods sold: $425 million
2. Production materials and parts: $4,629,000
3. Work-in-process: $17,465,000
4. Finished goods: $12,322,000
5. Total average aggregate value of inventory (2+3+4): $34,416,000
Copyright 2006 John Wiley & Sons, Inc.Copyright 2006 John Wiley & Sons, Inc. 10-10-5252
Other Measures of Supply Chain Other Measures of Supply Chain Performance Performance
Process ControlProcess Control used to monitor and control any process in used to monitor and control any process in
supply chainsupply chain
Supply Chain Operations Reference Supply Chain Operations Reference (SCOR)(SCOR) establish targets to achieve “best in class” establish targets to achieve “best in class”
performance performance
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SCOR Model ProcessesSCOR Model Processes
Plan
Develop a course of action that best meets sourcing, production and delivery requirements
Source
Procure goods
and services to
meet planned
or actual
demand
Make
Transform
product to a
finished state to
meet planned
or actual
demand
Deliver
Provide products
to meet demand,
including order
management,
transportation
and distribution
Return
Return
products,
post-delivery
customer
support
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Number of days to achieve an unplanned 20% change in orders without a cost penalty
Production flexibility
Number of days for supply chain to respond to an unplanned significant change in demand without a cost penalty
Supply chain response time
Supply Chain Flexibility
Number of days from order receipt to customer delivery
Order fulfillment lead time
Supply Chain Responsiveness
Percentage of orders delivered on time and in full, perfectly matched with order with no errors
Perfect order fulfillment
Percentage of orders shipped within24 hours of order receipt
Fill rate
Percentage of orders delivered on time and in full to the customer
Delivery performance
Supply Chain Delivery Reliability
DefinitionPerformance Metric
Performance Attribute
SCOR: Customer FacingSCOR: Customer Facing
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DefinitionPerformance Metric
Performance Attribute
SCOR: Internal FacingSCOR: Internal Facing
Revenue divided by total assets including working capital and fixed assets
Asset turns
Number of days that cash is tied up as inventoryInventory days of supply
Number of days that cash is tied up as working capital
Cash-to-cash cycle time
Supply Chain Asset Management Efficiency
Direct and indirect costs associated with returns including defective, planned maintenance and excess inventory
Warranty/returns processing cost
Direct material cost subtracted from revenue and divided by the number of employees, similar to sales per employee
Value-added productivity
Direct cost of material and labor to produce a product or service
Cost of goods sold
Direct and indirect cost to plan, source and deliver products and services
Supply chain management cost
Supply Chain Cost
Copyright 2006 John Wiley & Sons, Inc.Copyright 2006 John Wiley & Sons, Inc. 10-10-5656
Global Supply ChainGlobal Supply Chain
To compete globally requires an To compete globally requires an effective supply chaineffective supply chain
Information technology is an Information technology is an “enabler” of global trade“enabler” of global trade
Nations form trading groupsNations form trading groups No tariffs or dutiesNo tariffs or duties
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Obstacles to Global Chain Obstacles to Global Chain TransactionsTransactions
Increased documentation for invoices, cargo insurance, letters of credit, ocean bills of lading or air waybills, and inspections
Ever changing regulations that vary from country to country that govern the import and export of goods
Trade groups, tariffs, duties, and landing costs Limited shipping modes Differences in communication technology and
availability
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Obstacles to Global Chain Obstacles to Global Chain Transactions (cont.)Transactions (cont.)
Different business practices as well as language barriers
Government codes and reporting requirements that vary from country to country
Numerous players, including forwarding agents, custom house brokers, financial institutions, insurance providers, multiple transportation carriers, and government agencies
Since 9/11, numerous security regulations and requirements
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Duties and Tariffs Duties and Tariffs
Proliferation of trade agreementsProliferation of trade agreements Group members charge uniform tariffsGroup members charge uniform tariffs Member nations have a competitive Member nations have a competitive
advantage within the groupadvantage within the group Trade specialists
include freight forwarders, customs house brokers, export packers, and export management and trading companies
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Duties and Tariffs (cont.)Duties and Tariffs (cont.)
APECAPEC
ASEANASEAN
ANZCERTAANZCERTA
FTAAFTAA
NAFTANAFTA
CALMCALM
ATPAATPA
MERCOSURMERCOSUR
TAFTATAFTA
Copyright 2006 John Wiley & Sons, Inc.Copyright 2006 John Wiley & Sons, Inc. 10-10-6161
Landed CostLanded Cost
Total cost of producing, storing, and Total cost of producing, storing, and transporting a product to the site of transporting a product to the site of consumption or another portconsumption or another port
Value added tax (VAT) an indirect tax assessed on the increase in value of
a good at any stage of production process from raw material to final product
Clicker shock Occurs when an ordered is placed with a company
that does not have the capability to calculate landed cost
Copyright 2006 John Wiley & Sons, Inc.Copyright 2006 John Wiley & Sons, Inc. 10-10-6262
Web-based International Trade Web-based International Trade Logistic SystemsLogistic Systems
International trade logistics web-based software systems reduce obstacles to global trade
convert language and currency provide information on tariffs, duties, and customs processes attach appropriate weights, measurements, and unit prices to
individual products ordered over the Web incorporate transportation costs and conversion rates calculate shipping costs online while a company enters an
order track global shipments
Copyright 2006 John Wiley & Sons, Inc.Copyright 2006 John Wiley & Sons, Inc. 10-10-6363
Recent Trends in Globalization for Recent Trends in Globalization for U.S. CompaniesU.S. Companies
Two significant changesTwo significant changes passage of NAFTApassage of NAFTA admission of China in WTOadmission of China in WTO
Electronic IndustryElectronic Industry 70% of cost is in components70% of cost is in components major supply chains have moved to Chinamajor supply chains have moved to China
Proliferation of counterfeit partsProliferation of counterfeit parts
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Effects of 9/11 on Global ChainsEffects of 9/11 on Global Chains
Increase security measuresIncrease security measures added time to supply chain schedulesadded time to supply chain schedules Increased supply chain costsIncreased supply chain costs
24 hours rules for “risk screening”24 hours rules for “risk screening” extended documentationextended documentation extend time by 3-4 daysextend time by 3-4 days
Inventory levels have increased 5%Inventory levels have increased 5% Other costs Other costs include:
new people, technologies, equipment, surveillance, communication, and security systems, and training necessary for screening at airports and seaports around the world
Copyright 2006 John Wiley & Sons, Inc.Copyright 2006 John Wiley & Sons, Inc. 10-10-6565
Copyright 2006 John Wiley & Sons, Inc.Copyright 2006 John Wiley & Sons, Inc.All rights reserved. Reproduction or translation All rights reserved. Reproduction or translation of this work beyond that permitted in section 117 of this work beyond that permitted in section 117 of the 1976 United States Copyright Act without of the 1976 United States Copyright Act without express permission of the copyright owner is express permission of the copyright owner is unlawful. Request for further information should unlawful. Request for further information should be addressed to the Permission Department, be addressed to the Permission Department, John Wiley & Sons, Inc. The purchaser may John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only make back-up copies for his/her own use only and not for distribution or resale. The Publisher and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, assumes no responsibility for errors, omissions, or damages caused by the use of these or damages caused by the use of these programs or from the use of the information programs or from the use of the information herein. herein.